Professional Documents
Culture Documents
5. Why do we use the PGS as the framework for the PNP PATROL PLAN 2030?
The PGS Framework is a holistic approach. It provides balance on all the perspectives that are closely interrelated
and inter-connected that address the issues and concerns of the PNP as it moves toward the realization of its vision.
As a management tool, it provides transparent reporting of measures, targets and initiatives and milestones which are
all made available to all its personnel and external stakeholders. Performance of the individual PNP personnel as well
as the performance of the PNP as an organization can be easily tracked by the use of scorecard. It serves as a useful
aid in planning at all levels. It provides for the clear direction individually and collectively towards PNP vision 2030.
9. What is the role of the PGS Technical Working Group in the implementation of
the PATROL PLAN?
The PGS TWG which is composed of all Executive Officers of the Directorates, selected Senior and middle level
officers and NUPs are in-charged in the cascading of CPNP's Scorecard in the Police Regional Offices (PROs);
assists PROs in the development of their Regional Scorecards and the Operational Dashboards of Provincial
Directors.
10. Is the PATROL PLAN 2030 the ultimate solution to all the problems of the PNP?
Yes, the contents of the PATROL PLAN are basically the entire range of policing. It laid down the strategies to keep
the PNP responsive at all times to the needs of the community/society.
While it is laid down as a plan until the vision year 2030, annual review or as the need arises will not in any manner
deter the inclusion or amendments to develop better strategies. It a dynamic and flexible document that allows
necessary amendments as the need arises in order to cope up with the challenges brought about by different factors
affecting the law enforcement/policing industry.
12. What is the rationale behind the timeline of 2030 of the PATROL PLAN?
We must aspire now for realistic greater heights and dare for more sustainable progress. We have been
underperforming due to restraints we put on ourselves & our organization.
To become A TRULY TRANSFORMED PNP, we must strive for more and do better. We must strive to become the
best we could be.
We must:
- Strengthen and reinforce the Leadership
- Re-examine our capabilities & renew commitment
- Build momentum & nurture success
- Promote & establish partnerships
- Measure progress & make adjustments
- Define responsibilities & demand accountabilities
13. What is the mission of the PNP?
The mission of the PNP as provided for by Republic Act No. 6975, as amended by RA 8551 and further amended by
RA 9708 is, "To enforce the law, prevent and control crimes, maintain peace and order, and ensure public safety and
internal security with the active support of the community."
14. What are the philosophy and core values of the PNP?
The PNP's PHILOSOPHY is framed by "service, honor and justice", and the PNP CORE VALUES are: "makaDiyos,
makabayan, makatao and makakalikasan" (pro-God, pro-country, pro-people and pro-environment).
The philosophy and core values are the institutional bedrock of the PNP that provide a solid anchor which can keep it
safely and soundly grounded as it goes through the vicissitudes of pursuing its mission in gearing toward its vision by
2030.
15. What are the four (4) strategic perspectives of the PNP Strategy Map?
The four (4) Perspectives are: Resource Management; Learning and Growth; Process Excellence; and Community.
RESOURCE MANAGEMENT
The first perspective is "resource management." For the PNP to eventually realize its vision, the resources provided
in pursuit of its mission should be "adequate". Moreover, those resources provided should be used "optimally." To
help achieve maximum utilization of resources, the PNP must observe high standards of "transparency and
accountability" in all its "financial and logistical transactions."
PROCESS EXCELLENCE
"Learning and growth" perspectives focuses on the people but it must be complemented by strategies under the third
perspectives, "process excellence". This refers to the different processes and practices the PNP uses in carrying out
its mission. The four (4) processes of "intelligence", "investigation", "operations" and "community relations" are given
top consideration. In addition, two (2) concrete strategic priorities are highlighted. These are: "improvement on crime
prevention and control" and "improving community safety awareness through community-oriented and human rights-
based policing".
There is due stress to the importance of reaching out to the communities the PNP serves and of obtaining their
support, cooperation, and eventually their higher level of trust and confidence in their police force which also
underscores excellence and integration (close coordination for maximum effectiveness and efficiency) in th conduct
of police operations.
There is absolutely no doubt how important these strategic priorities under "process excellence" are. Progress in
pursuing them effectively and efficiently would strengthen and widen the base of stakeholders' support, and would
eventually facilitate the provision of more resources for the organization.
Moreover, such progress would also be facilitated by breakthrough results being achieved under the learning and
growth perspective. Thus, in the PNP strategy map we see several strategic priorities within each perspective being
very closely tied-up and linked with each other. Moreover, several of those strategic priorities within one perspective
are also closely connected with the others. Finally, we also see that the different perspectives themselves show close
and deep interdependence with each other.
COMMUNITY
Moreover, the PNP strategy map makes clear that this is to be done mainly through improving further the positive
performance of the PNP, and undertaking a sustained public information program utilizing its Communications Plan
(COMPLAN) with a view towards strengthening the partnership and cooperation it should be forging with the
communities it serves. Ultimately, the community is best served by capable PNP personnel that effectively uphold the
rule of law resulting in a safer place to live, work and do business.
16. What is the rationale behind choosing the four (4) strategic perspectives of the
PNP Strategy Map?
The PNP has chosen to highlight four (4) Perspectives considered to bring about the principal outcome in the process
of realizing its vision by 2030. Within each of these 4 perspectives are the strategic priorities the PNP seeks to give a
lot of importance to, as it go about the strategic tasks related to becoming, "a highly capable, effective and credible
police service", "Stakeholder's Support" is highlighted as an important intervening factor in all of the four
perspectives.
17. What is the role of the stakeholders in the PATROL PLAN 2030?
The stakeholders play a very important role in the successful implementation of the PNP PATROL Plan 2030. Their
partnership and cooperation with the PNP through public information and dialogue will provide the necessary
feedback on the performance of the PNP and at the same time they can provide support to help the PNP in moving
forward toward its vision by 2030.
18. What are the benefits to the PNP organization using a scorecard system?
The benefits of using a scorecard are as follows:
- measures performance on a regular basis;
- lays down duties and responsibilities clearly;
- ensures transparency and accountability;
- provides feedback mechanism.